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POWER

A WOMAN'S GUIDE TO LIVING AND LEADING WITHOUT APOLOGY

Uplifting advice for fellow seekers encouraged by self-help guidance.

An Australian career coach offers a set of principles for boosting self-worth and thwarting self-negating thoughts.

“I was born in England to middle-class Nigerian parents in the 1970s,” writes Nekvapil, who was a foster child in five different white families before she was 18. Many Nigerian families, she writes, fostered their children through white families, hoping to give them “the best opportunities in life.” From an early age, the author had to quash the self-defeating ideas about being a Black woman that society has thrust upon her. Initially trained as an actor, Nekvapil became a bakery entrepreneur before moving to Australia with her husband to start a family. She addresses honestly the kind of prejudice she has had to overcome as a Black woman, rejecting the instinct to apologize or make herself small and invisible. She emphasizes the necessity of shifting the paradigm from thinking that we must have external power over someone else to nurture an internal sense of power, and she sets out five “Power Principles,” which include presence, ownership, wisdom, equality, and responsibility. Considering each of these straightforward principles, Nekvapil offers letters from readers about their own stories. Most helpfully, after each section, the author poses questions that engage readers in active reflection—e.g., “What one action could you take today to practice presence?” “Who or what do you need to see to feel that you belong?” Finally, Nekvapil discusses the benefits of having real power, which could include the power of money, the power to lead, and the power of privilege. The final exercise is putting these many principles into action: “Practice owning your thoughts, your words, your voice, your power.” Influenced by the work of Elizabeth Gilbert, Martha Beck, and others, Nekvapil imparts how not to be afraid of power.

Uplifting advice for fellow seekers encouraged by self-help guidance.

Pub Date: Sept. 19, 2023

ISBN: 9780143138020

Page Count: 288

Publisher: Penguin Life

Review Posted Online: July 6, 2023

Kirkus Reviews Issue: Aug. 1, 2023

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THINKING, FAST AND SLOW

Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our...

A psychologist and Nobel Prize winner summarizes and synthesizes the recent decades of research on intuition and systematic thinking.

The author of several scholarly texts, Kahneman (Emeritus Psychology and Public Affairs/Princeton Univ.) now offers general readers not just the findings of psychological research but also a better understanding of how research questions arise and how scholars systematically frame and answer them. He begins with the distinction between System 1 and System 2 mental operations, the former referring to quick, automatic thought, the latter to more effortful, overt thinking. We rely heavily, writes, on System 1, resorting to the higher-energy System 2 only when we need or want to. Kahneman continually refers to System 2 as “lazy”: We don’t want to think rigorously about something. The author then explores the nuances of our two-system minds, showing how they perform in various situations. Psychological experiments have repeatedly revealed that our intuitions are generally wrong, that our assessments are based on biases and that our System 1 hates doubt and despises ambiguity. Kahneman largely avoids jargon; when he does use some (“heuristics,” for example), he argues that such terms really ought to join our everyday vocabulary. He reviews many fundamental concepts in psychology and statistics (regression to the mean, the narrative fallacy, the optimistic bias), showing how they relate to his overall concerns about how we think and why we make the decisions that we do. Some of the later chapters (dealing with risk-taking and statistics and probabilities) are denser than others (some readers may resent such demands on System 2!), but the passages that deal with the economic and political implications of the research are gripping.

Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our minds.

Pub Date: Nov. 1, 2011

ISBN: 978-0-374-27563-1

Page Count: 512

Publisher: Farrar, Straus and Giroux

Review Posted Online: Sept. 3, 2011

Kirkus Reviews Issue: Sept. 15, 2011

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THE CULTURE MAP

BREAKING THROUGH THE INVISIBLE BOUNDARIES OF GLOBAL BUSINESS

These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.

A helpful guide to working effectively with people from other cultures.

“The sad truth is that the vast majority of managers who conduct business internationally have little understanding about how culture is impacting their work,” writes Meyer, a professor at INSEAD, an international business school. Yet they face a wider array of work styles than ever before in dealing with clients, suppliers and colleagues from around the world. When is it best to speak or stay quiet? What is the role of the leader in the room? When working with foreign business people, failing to take cultural differences into account can lead to frustration, misunderstanding or worse. Based on research and her experiences teaching cross-cultural behaviors to executive students, the author examines a handful of key areas. Among others, they include communicating (Anglo-Saxons are explicit; Asians communicate implicitly, requiring listeners to read between the lines), developing a sense of trust (Brazilians do it over long lunches), and decision-making (Germans rely on consensus, Americans on one decider). In each area, the author provides a “culture map scale” that positions behaviors in more than 20 countries along a continuum, allowing readers to anticipate the preferences of individuals from a particular country: Do they like direct or indirect negative feedback? Are they rigid or flexible regarding deadlines? Do they favor verbal or written commitments? And so on. Meyer discusses managers who have faced perplexing situations, such as knowledgeable team members who fail to speak up in meetings or Indians who offer a puzzling half-shake, half-nod of the head. Cultural differences—not personality quirks—are the motivating factors behind many behavioral styles. Depending on our cultures, we understand the world in a particular way, find certain arguments persuasive or lacking merit, and consider some ways of making decisions or measuring time natural and others quite strange.

These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.

Pub Date: May 27, 2014

ISBN: 978-1-61039-250-1

Page Count: 288

Publisher: PublicAffairs

Review Posted Online: April 15, 2014

Kirkus Reviews Issue: May 1, 2014

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